Workforce cost is the largest category of spend most organizations. Automation and analysis of your recruiting and hiring process provides the immediate workforce visibility and insights you need to significantly improve your bottom line. Performance management provides the ongoing process and practices to maintain a stellar workforce. Today, many organizations are struggling with silos of HR process and technologies. The future of talent management and talented leaders is embodied in strategies and solutions designed by experts from the ground up to provide business- centric functionality on a unified talent management platform. Talent management requires strong executive support, along with system and processes all directed towards having the right talent doing the right work at the right time. That’s when talent truly drives higher business performance.
Oil and gas being the most important source of energy is considered the life line of any economy. It’s profitable and hassle free operations are of major importance to the economic growth of the country. Today the sector is at turning point. On one hand the demand for oil and gas is constantly increasing and on the other hand there are certain issues (such as green house gas emission and climate change, pricing, security of supply and constantly increasing budgets of exploration and production) that are pressing the industry severely. But high on the list are the work force related issues.The challenge for them is to develop rigorous talent management system which will ensure the availability of the right people for the industry and create high performance work system to enhance productivity and profitability. The present study aims at finding out that how the firms in oil and gas industry in India find and nurture value added human resource, how do they define high performance work system and to what extent talent management has a significant impact on creativity and innovativeness, competence development, career development, motivation and commitment and employee flexibility.
This book has covered all key areas HRM including: Functions, evolution, policies, recruitment and selection, performance management, worker participation in management, employee relations, training and development, salary administration, human resource development, evaluation of HR functions, strategic management, organizational structure, employee benefits, incentive plans, job evaluation, job analysis, job design, employee induction, human resource planning, career management, talent management, directing of human resource, ethics in management, leadership among other areas. This is a must read text book for managers and management scholars
Human Resource Management has not only an influence on the productivity of the employees, but also on the company’s turnover and profitability as well as on its corporate financial performance in general. It is therefore essential for both the entrepreneur of a Small and Medium Sized Enterprise and HR Manager of an internationally operating enterprise to deal with topics such as Recruiting, Onboarding, Talent Management and Employer Branding. The present work aims to identify general components of Human Resource Management, and aims furthermore specifically to establish the process changes in HR Management in the last decades. Moreover, it will also show that traditional HR Management has already reached the ‘next level’; HR 2.0 is particularly shaped by the impact of social media and software applications. By means of qualitative research and conducting 17 interviews with HR experts, the dimension of Austrian enterprises that are already aware of the term ‘HR 2.0’ was investigated and in a further context, the research most notably elaborated on the economic sector and the company size, for which HR 2.0 is of particular relevance for.
Praise for MAKE YOUR PEOPLE BEFORE YOU MAKE YOUR PRODUCTS "We are without doubt in an increasingly challenging environment of skills and talent shortfalls. Recruiting, developing, engaging, and retaining people or seeking out alternative ways to access s
TAKE CHARGE OF YOUR TALENT: THREE KEYS TO THRIVING IN YOUR CAREER, ORGANIZATION, AND LIFE
HR is a product of the human relations movement of the early 20th century, when researchers began documenting ways of creating business value through the strategic management of the workforce. The function was initially dominated by transactional work such as payroll and benefits administration, but due to globalization, company consolidation, technological advancement, and further research, HR now focuses on strategic initiatives like mergers and acquisitions, talent management, succession planning, industrial and labor relations, and diversity and inclusion.
The central challenge facing Human Resource Management has been always to provide a set of services that make sense in terms of the organization’s strategic plan. These services include innovative recruitment and selection strategies, provision of career development opportunities, competitive salaries and policies that reward superior performers and hold low-performing employees accountable. This book represents a case examining the relationship between strategic Human Resource management's various patterns and practices and organizational performance outcomes in one of the rapidly growing nonprofit organizations in Egypt. Based on results, policy recommendations were suggested for immediate implementation within the Egyptian private, public and nonprofit sectors in order to secure HR management systems those are leveraged strategically to have a significant impact on organizational performance and contribute to creating and sustaining a competitive advantage for the firm.
This book focused on the review of the practices adopted for organisation culture, talent acquisition, career path, development and training, compensation and benefits, work life balance, workforce diversity etc., analysis of the perceptions of employee towards these practices and offered useful suggestions on the effectiveness of talent management strategies, which are more relevant in the present changed scenario and helpful to management people, academicians and researchers.
PICKING THE FLOWERS: ACQUISTION STRATEGY AS A TOOL FOR SURVIVAL AND GROWTH. 'Talent acquisition' forms a part of a much broader strategic approach in the corporate quest to gain and sustain a competitive advantage in today's marketplace. Other aspects include talent development, retention and transition, these are primarily inward facing, whilst the former is outward looking. Encouraging your own 'star' players to identify other outside top performers is an extremely powerful tool that is being used more and more. Corporations are offering a wide range of rewards in order to get these names and then act on them.
Structured in 3 parts, Part 1 discusses the globalization of businesses and its impact on their strategy, structure, operating processes, and culture. Part 2 take an in-depth look at APC, a European based Pharma company committed to building a global team based organization, and how they reinvented the Pharma business model. Part III shows how global companies are reinventing Human Resources and examines the role of the HR function in todays global organizations. Some business commentators and business leaders have expressed little confidence in HR living up to everyones expectations. The author presents several examples of companies that are earning the respect of the CEOs team and earning their seat as business partners at the strategy table. Shows business leaders how to improve strategy execution by increasing capability & effectiveness in strategy formulation, communication, goal alignment and innovation Examines the role of HR as a business partner and the interaction with the board Practical case studies incorporating performance management, talent management and leadership development
With regard to the dynamic business environment, Human Resource (HR) functions have evolved in building a new role as strategic business partner. As a lot of experts argue that the firm''s people are its important asset, HR functions then should manage human capital in some unique ways and must include such processes as resourcing, learning, computerized HR systems, development, employee relations, reward and recognition. People now expect that HR functions could assist the firm in gaining a competitive advantage by designing a set of HR practices and activities that link with each other and link with the needs of the business, and become customer-focused. As a part of resourcing, staffing also becomes a significant subject. This book, therefore, provides some theoretical and empirical contributions which enrich academic literatures focusing on Human Resource Management areas. Intel corporation and Australian Federal Police are some examples studied within the book. The analysis should help shed some light on this exciting staffing and strategic HRM atmosphere, and should be especially valuable to professionals and academicians in Human Resource Management fields.
The career management secrets that experts and top professionals use. Get results fast with this quick, easy guide to the fundamentals of Career Management. Includes how to: Assess your career goals. Create and follow an exciting career plan. Make yourself visible for your ideal job. Deliver the perfect interview. Get yourself noticed and promoted, or go it alone.
Having carried out the analysis and findings stated above, the author has come up with recommendations that will go a long way in helping organization to not only to understand the issues discovered but also to decide to implement and use IS/IT in SHRM: Effective development and implementation of an HR strategy requires HR professionals who are conversant in finance, negotiation, change management, and the overall operations of the organization (Bhagria, A. 2010). The organization should invest to its employees the knowledge of HR strategy to become professionals who will help to develop and implement it. Since this HR strategy needs to align with technology, the institute should also give priorities to the IS/IT issues. That is to say, attention should be paid to both HR strategy and IS/IT as well because they must go hand by hand.